Thursday, December 17, 2009

While some Air Force people begrudgingly plod out their required 1.5 mile fitness test run, one Little Rock Air Force Base captain ran the equivalent of more than 17 fitness tests on his day off when he completed the Marine Corps Marathon Oct. 25 in Washington, D.C.

Capt. Jacob Johnson, a 41st Airlift Squadron pilot, took second place among the race’s 21,405 finishers -- both highest and fastest performances in his seven years of marathon racing.

“I was surprised that I finished second. I thought some other guys would beat me; however, I had trained to run 2:25, and that’s what I ran, so that didn’t surprise me,” he said. “I started running marathons about seven years ago because I realized I wasn’t fast enough to really compete in a 5K or 10K, and I was looking for a new challenge.”

Running a marathon is not unlike flying a C-130 - training and planning are essential, he said.

“To me, the key to running successful marathons is training hard and smart (don’t overdo it), and to have a solid, realistic race strategy that you stick to on race day,” Captain Johnson said. “It’s very easy to get carried away in a marathon and run the first half way too fast and then hit the proverbial ‘wall.’ It’s also important to have a hydration plan in a marathon; you have to take in some fluids and some carbohydrates as you go, or you could be in trouble when mile 20 rolls around.”

“To prepare to race a marathon, you have to put in a lot of miles, and you need to be sure you get a lot of marathon-pace training accomplished to get your body used to running the pace you want it to run when you are tired. Once the training is done, you need to get some rest and trust that your training was adequate,” he said.

While running marathons isn’t for everyone, running 1.5 miles is something every Air Force member must do to pass their fitness tests. Captain Johnson offered simple advice to those looking to maximize their run times.

“My advice is pretty simple in theory, but not so much in execution. You simply need to run more! Don’t just settle for going out and running a mile and a half a few times a week; work to get yourself to the point where it’s easy to go out and run three or four miles or more. If you can do that, the PT test is a piece of cake,” he said.

For those looking to add distance to their runs, Captain Johnson said the secret isn’t in sports drinks, power bars and or latest gizmos and gadgets to set a blistering pace, it’s avoiding blistering feet.

“For those looking to go to the next level of distance running, the most important piece of advice I can give is to be sure you have a good pair of running shoes. Don’t buy the cheapest pair of shoes; go get fit at a running store,” he said. “Secondly, you have to stick with it. You can’t become a better runner overnight. Give yourself several weeks to improve and let your body adjust to the extra mileage and build it up slowly, adding no more than 10 percent to your weekly mileage total every week as a good rule of thumb.”

This morning I spoke with my brother, our last talk before he leaves his home for another year of combat operations “downrange.” A Soldier in his third decade of service, he was to head home to celebrate an early Christmas this afternoon with his wife and two daughters. His daughters will awake the day after tomorrow to a house without their dad, as if he’s simply gone off to work on yet another day.

Tonight, as his girls fall asleep, he’s packing bags and spending a few tentative hours with a resilient wife of 13 years. He knows it will be hard for him not to think of the flight ahead and the controlled chaos that awaits him far away, helping to lead 4,000 troops into combat. His first troops are already there and engaged with the enemy – word came yesterday of the brigade’s first Soldier wounded in action. My brother’s understandably thinking most of his troops, I suppose, and not his family. His wife understands – he is, after all, a Soldier – he will focus on the mission and the troops he’ll lead. Tomorrow night, she’ll forgive him those words he leaves unsaid, as she did on the last deployment, knowing he’ll think of her and the girls in every quiet moment of his next year.

Our conversation reminded me of a talk long ago with my great-uncle Stanley, who stepped off a glider onto French soil in the second week of June, 1944. With training stateside, a long preparation in England for that epic D-Day invasion and subsequent combat across France and Germany, he was away from his new bride for 33 straight months. He longed for her every day, and dreams of Louise finally saw him safely home.

Every day our service members leave their cherished homes and routines to serve overseas. America’s best and brightest -- volunteers all -- wonder how well they’ll perform their mission and how they’ll fare under pressure. Like Uncle Stanley, they set off on the uncertain adventure, confident in their training and leadership, and hope that they’ll return to find their lives as perfect as they left them.

I’m grateful for my brother’s service and for the Soldiers who have his back. I’m thankful for his devoted wife and my two young nieces, who’ll cherish occasional phone calls and e-mails and look longingly at pictures of him next year. I’ll pray for the families left behind, who’ll knit themselves together, take care of each other’s needs as best they can, and eagerly await the return of their Soldiers.

As my brother goes off to war, I thank God for the giants’ shoulders on which his brigade stands – two centuries of American patriots who have climbed uncertainly onto horses, trains, transport ships and aircraft bound for imminent battle with our enemies. These veterans - the long line Gen. Douglas MacArthur poetically anointed “a million ghosts in olive drab, in brown khaki, in blue and gray” - are our greatest legacy and hope, unselfishly setting America apart from all other nations.

This morning I spoke with my brother, our last talk before he leaves his home for another year of combat operations “downrange.” A Soldier in his third decade of service, he was to head home to celebrate an early Christmas this afternoon with his wife and two daughters. His daughters will awake the day after tomorrow to a house without their dad, as if he’s simply gone off to work on yet another day.

Tonight, as his girls fall asleep, he’s packing bags and spending a few tentative hours with a resilient wife of 13 years. He knows it will be hard for him not to think of the flight ahead and the controlled chaos that awaits him far away, helping to lead 4,000 troops into combat. His first troops are already there and engaged with the enemy – word came yesterday of the brigade’s first Soldier wounded in action. My brother’s understandably thinking most of his troops, I suppose, and not his family. His wife understands – he is, after all, a Soldier – he will focus on the mission and the troops he’ll lead. Tomorrow night, she’ll forgive him those words he leaves unsaid, as she did on the last deployment, knowing he’ll think of her and the girls in every quiet moment of his next year.

Our conversation reminded me of a talk long ago with my great-uncle Stanley, who stepped off a glider onto French soil in the second week of June, 1944. With training stateside, a long preparation in England for that epic D-Day invasion and subsequent combat across France and Germany, he was away from his new bride for 33 straight months. He longed for her every day, and dreams of Louise finally saw him safely home.

Every day our service members leave their cherished homes and routines to serve overseas. America’s best and brightest -- volunteers all -- wonder how well they’ll perform their mission and how they’ll fare under pressure. Like Uncle Stanley, they set off on the uncertain adventure, confident in their training and leadership, and hope that they’ll return to find their lives as perfect as they left them.

I’m grateful for my brother’s service and for the Soldiers who have his back. I’m thankful for his devoted wife and my two young nieces, who’ll cherish occasional phone calls and e-mails and look longingly at pictures of him next year. I’ll pray for the families left behind, who’ll knit themselves together, take care of each other’s needs as best they can, and eagerly await the return of their Soldiers.

As my brother goes off to war, I thank God for the giants’ shoulders on which his brigade stands – two centuries of American patriots who have climbed uncertainly onto horses, trains, transport ships and aircraft bound for imminent battle with our enemies. These veterans - the long line Gen. Douglas MacArthur poetically anointed “a million ghosts in olive drab, in brown khaki, in blue and gray” - are our greatest legacy and hope, unselfishly setting America apart from all other nations.

SCOTT AIR FORCE BASE, Ill. – Since taking command just four short weeks ago, I can honestly say I’m more excited than ever to be back in Air Mobility Command! Whether I am visiting our Guard and Reserve partners on the East Coast or our deployed Airmen in Southwest Asia, it’s clear to me you are the finest Airmen in the U.S. Air Force. The intensity and overwhelming passion with which you accomplish your mission impresses me.

You and your family are the heartbeat of this great command. Your tireless efforts and extraordinary teamwork get our mission done.

This holiday is a time to celebrate and relax with family and friends – you’ve earned it – but please make safety a priority. Don’t let drinking and driving, fatigue, speeding, or failure to use seatbelts ruin your holiday. Have a plan before you set out, and stick to it. I want to see each of you after the holidays strong and healthy.

Holidays can also be a stressful time, especially for those who can’t be near their loved ones. Remember those who are spending the holidays alone and let them know you care. Make their holiday a little brighter with a phone call; invite them to dinner or by keeping them in your thoughts and prayers.

It’s an honor to be your commander. Your incredible spirit makes our command and Air Force great. From the Johns family to yours, please have a joyful holiday season and we look forward to seeing you all in the New Year!

The deployment is first in more than three years in which the Green Hornets have deployed as a squadron instead of individual deployers.

“This is really the first we’ve done a full squadron deployment in a long time,” said Lt. Col. Ken Kopp, 61st AS director of operations, who will be leading the squadron deployment. “It’s going to be a good thing for us. You spend four months together with all the folks in your squadron, and you’re going to get closer because you’re there together.”

Colonel Kopp said deploying as a group helps tighten the ties of teamwork and reinforce the family mindset that has been a hallmark of flying squadrons over the years.

The squadron’s key spouse program will provide a vital link for family members while their loved ones are deployed. Colonel Kopp said the program is part of taking care of Air Force families.

“I encourage our spouses to lean on each other, call each other and take care of each other. If there is something going on, we can’t help you if we don’t know about it,” he said.

The squadron’s key spouses aren’t strangers to deployments and will be calling family members during the deployment to make certain they are okay. The experience of key spouses helps also help family members left behind during the deployment with many issues they may face, said Lt. Col. Bill Otter, 61st Airlift Squadron commander.

“There is some value in getting a phone call. We use our key spouses because there are some issues that spouses may share with [them] that they might not share with [unit leaders],” he said.

The squadron will be part of the 777th Expeditionary Airlift Squadron or “Triple 7 Dueling Dragons,” the largest deployed airlift squadron in Operation Iraqi Freedom. Comprised of more than 100 Airmen and a fleet of C-130 Hercules aircraft, the 777 EAS has five primary missions: hub-and-spoke air-land missions, airdrop, aeromedical evacuation, distinguished visitor airlift and communications, and command and control for Joint Airborne Battle Staff support to coalition forces on the ground. The squadron is expected to return in late spring.

Thursday, December 10, 2009

RANDOLPH AIR FORCE BASE, Texas – “I can hear that train coming down the tracks.”

If you’re like me, then you’ve heard people use this analogy to describe an inbound issue or challenge. We all face challenges each and every day -- they are nothing new. The challenges range in significance and in ability to impact our organizations.

Although the potential challenges do have unique characteristics, all have one thing in common: the sooner a leader can spot them, the more a leader can do to manage how the challenge will influence their organization.

In reality, it’s pretty easy to know when a train is coming down the tracks. They are big, make lots of noise and are typically accompanied by warning lights and bells. Trains typically run on a schedule, making it even easier to know when to either step to the side or hop onboard. We rarely get the same notification from an impending crisis in the workplace. More often, they appear, seemingly from out of thin air, and immediately consume more time than we have to give. Through frustrated, tired eyes we wonder where the crisis came from in the first place. Even though we vow never to let it happen again, deep down we know that it’s only a matter of time before the next one hits our organization by surprise.

Such an outlook is what helped create an entire school of thought called crisis management. We have crisis action teams, emergency response checklists and we build entire plans describing how to effectively deal with the train that we never saw coming. These impacts can be hard to absorb and typically leave “casualties” behind. Wouldn’t it be better to prepare for specific contingencies and not rely on generic crisis response checklists? Wouldn’t it be better for the organization if a leader knew about the train long before it arrived?

So, how does a leader get the schedule for inbound trains? In many cases, just getting out of the office and talking to the members of an organization can help a leader identify potential issues and areas of risk. By the same token, if you are a member of an organization and know of an upcoming challenge, it is your responsibility to research and report it. Candor within an organization is critical to success; information must flow in all directions to maintain efficiency and effectiveness.

In addition to cultivating a culture of candor within an organization, a successful leader must be able to maintain objectivity in order to spot inbound trains. After all, allowing emotion to creep into a leader’s perspective may provide short-term success, but will eventually create mid- and long-term unintended challenges. Rising above the issues at hand makes it far easier to hear the potential challenges and competing interests before they arrive.

Candor and objectivity alone will probably help catch 90 percent of the issues before they impact an organization. In order to achieve 100 percent, a leader must work hard to avoid complacency. When things get quiet within an organization, it doesn’t necessarily mean that everything is being handled successfully. In fact, the hair on the back of every leader’s neck should start to stand up when things get quiet. After all, it probably means the leader isn’t involved enough in the daily operation of the unit and that the first two elements, candor and objectivity, are being overlooked. This is the time to be even more aggressive about candor, information flow and objectivity.

Leaders who work hard to enable candor, remain objective and discourage complacency get a unique opportunity to steer their organizations in the best direction when challenges or crises loom. As they identify the inbound trains, leaders can decide whether to maneuver clear or to hop onboard. You see, each inbound train is an opportunity. It is a chance to fight for new resources – money and/or manpower – and to unify their team toward a common objective. Leaders should anticipate inbound trains as a means to improve their organizations.

Now, crisis action teams and emergency response checklists certainly aren’t bad things. After all, no matter how hard you try, there will always be something that catches your organization by surprise. When you see a train coming down the tracks, don’t just stand in front and brace for impact. Be ready in order to take full advantage of the opportunities they create. Not only will you be more efficient and effective, but you will ensure that your organization will continue in the best direction to achieve short-, mid- and long-term objectives.

I have been to five conferences during October and November. I got to hear and visit with some of the United States Air Force and Air National Guard Senior Leaders.

General Craig McKinley, Chief, National Guard Bureau, Gen. Stephen Lorenz, Commander, Air Education and Training Command, Chief Master Sgt. Christopher Muncy, Command Chief to the Director of the Air National Guard, and Chief Master Sgt. Stephen Arnold, State Command Chief, Arkansas, hosted these conferences. Lieutenant Gen. Harry Wyatt, Director, Air National Guard, Chief Master Sgt. of the Air Force James Roy, and Chief Master Sgt. Robert Tappana, Air Education and Training Command command chief, were guest speakers.

As these leaders spoke on the future of the world’s best Air Force, I knew they were all in. They are committed to providing our great nation with highly trained and capable Airmen. Each one spoke of the needed quality of life improvements for all airmen and their families. They know their mission and what part it plays in defending our way of life. Yes these airmen are all in. I know you’re thinking, Chief Wynn these airmen are General Officers and Chiefs. They have to be all in. Just hold that thought while I tell you about another group I met that is all in. The individuals in this group are called trainees. I spent two days at the 37th Training Wing, Lackland Air Force Base, with our future Airmen. Each trainee I came in contact with was “all in.”

I observed trainees at the Basic Expeditionary Airman Skills Training course work as wingmen to complete the final phase of the BEAST.

I was amazed as two trainees disassembled a training weapon in 28 seconds and then assembled and function checked it in 38 seconds. The time allowed is two minutes for disassembly and two minutes for assembly. I had lunch with Trainee Thomas Ortiz. He said he had wanted to join the Air Force after graduating high school, but had promised his family he would complete a four-year college program.

In the spring of 2009, he completed his bachelors’ of science degree and enlisted. Airmen Ortiz graduated basic military training November 6, 2009; he is all in. I listened to over 600 airmen recite “The Airmen’s Creed”; I knew they were all in as they shouted the last line “And I Will Not Fail”.

You don’t have to be a general officer or chief to be all in. Being all in is a responsibility we have to our nation, mission, wingman and family. Just remember, everything you need to know to be all in you learned at basic military training from a kind person in a “Smokey the Bear” hat.

This past weekend chief master sergeants, past and present, had a holiday party. The main thing I took from the evening is our retired chiefs still take our mission seriously. Some of the questions and comments generated throughout the night caused me to ponder the responsibility we have in wearing our uniform. You see, our service is not about us, but more about the 99 percent of our nation who will never wear a uniform of our armed forces.

When you think about it, the uniform you wear is not even yours. You get to wear it on behalf of a free nation and its people. The day each of us finally take off our uniform, another will take our place in the time honored tradition of faithful service. We will be able to keep our uniforms, in the event our services are needed again, but your uniform belongs to our citizens.

Many polls show that our citizens place trust in the military above all other professions. Our civilian counterparts are counting on each one of us to wear our uniform with pride and the utmost professionalism. So my hope is that when each of you put on your uniform that you maintain the mindset that it’s a privilege to wear it.

I recently had Airmen show up to my office in their civilian clothes as a reminder of how quickly you can lose the honor of wearing our uniform. My words and intent is that if I ever see them again for a negative act, they will transition to civilian status. I thank all of the former chiefs for reminding me that our uniforms are not ours, but on loan by our nation. So now that you have been reminded of whose uniform you wear, you must get out there and be the best you can be.

SCOTT AIR FORCE BASE, Ill. -- I’m truly honored to join the AMC team. It’s a privilege to serve with you, the men and women who make our global mobility mission happen each and every day. You are the thread that binds our nation’s combat capability as you are the enablers of Unrivaled Global Reach for America ... Always!

As your commander, I want to briefly share my leadership philosophy on what you can expect from me, and in turn, what I expect from you. First and foremost, I promise to dedicate myself to ensuring you are properly organized, trained and equipped to carry out the no fail mission of defending this great nation, preserving liberty, and delivering Rapid Global Mobility.

I recognize that accomplishing the mission safely and smartly hinges on our ability to effectively care for one another. To this end, I will work tirelessly to ensure you are provided everything you need to succeed personally and professionally. You are the reason we are the greatest Air Force in military history. You are what make this command go, and I am committed to doing all I can to help you grow. You are my priority and you deserve nothing less than my very best effort each and every day ... that’s a promise!

Together, we are writing a new chapter in history and defining the future of American airpower. You should feel a justifiable sense of pride in your contribution to our nation’s defense, and you need to know you have my complete trust. Trust is one of the greatest gifts we can share with others and forms the cornerstone of all great teams. Trust is also contagious. When people trust one another, there is nothing they cannot achieve together. It’s always been my experience that trust thrives when leadership expectations are clearly shared and understood by everyone, so here are mine:

Leaders set a high standard. If you place the Core Values of Integrity, Service and Excellence at the center of your personal and professional lives, you should always achieve this goal. In turn, I promise that I’ll maintain the courage to do the right thing -- always! Never forget, you are the standard.

Leaders take care of their people. It is our Airmen who drive our global mobility mission to success, and they deserve loyalty and respect. Loyalty and respect must be multi-directional. They should flow seamlessly between bosses and peers, as well as those placed in a leader’s care. Know that I expect each of you to treat those around you as you would have your family treated...with compassion, courtesy, loyalty, and respect.

Leaders are innovative and think outside the box. As President John F. Kennedy once said, “conformity is the jailer of freedom and the enemy of growth.” This doesn’t mean we have a license to violate established standards and technical orders that may place the mission or our people at risk. Instead, it should challenge us to continually stretch beyond the narrow confines of the status quo. I expect you to push hard for personal and organizational improvement and trust that I’ve got your back.

Leaders are positive. “Yes” is one of my favorite words and sets the tone for any relationship. “Yes” empowers, inspires, uplifts, and should be a leader’s initial position. Unless it’s illegal or immoral, our attitude should be “Yes, we can do it!” The truth is we can do anything, but we can’t do everything. Choose wisely...choose “Yes” whenever you can.

And last, but certainly not least, we must continue to take care of our families. Our families are the unsung heroes of this Command and are critical to our team. They selflessly endure repeated TDYs, extended deployments, and missed celebrations.

We work hard for our mission, and we must work harder for our families. They deserve nothing less!

In the next few months I look forward to experiencing our Command’s global mission first-hand, and above all, meeting with you...the active duty, Reserve, Guard, civilians, contractors, and family members who compose AMC. As professionals dedicated to finding solutions to meet our nation’s challenges, you are an innovative team focused on high standards of performance and committed to caring for one another. I truly could not be prouder to be your commander.

Did you know that the State of Arkansas has a program whereby military members, veterans, ROTC or other patriotic citizens are requested to present a flag education class to every fifth grader in the State of Arkansas every year?

This program is fully supported by the governor and the Arkansas Director of Education. Arkansas veterans’ organizations donate the money to print educational flag handouts. The program is administered by the Arkansas Department of Veterans’

Affairs which in turn delegates the responsibility to the Veterans’ Services Officer (VSO) in every county.

Eight years ago Col. (Ret.) Jim Elmer learned that Pulaski County fifth graders were not receiving flag education. As a member of the Military Order of the World Wars, a patriotic veterans’ organization started in 1919, he determined that this was unacceptable and volunteered the Central Arkansas Chapter of MOWW to be responsible for the schools in Pulaski County.

Each year, at the request of the Arkansas Veterans’ Affairs Office, the number of schools supported has increased. By the end of 2009 more than 6,000 fifth-grade students in 75 schools will have received flag education. As of Dec. 4, only three schools remain. Special kudos go to retired Tech. Sgt. Bill Albright who personally completed classes for 2,015 students in 2009.

However, we need volunteers. The number of students has become so large that two or three instructors can no longer handle the workload. The program is so important it must be perpetuated.

Teaching the classes is very simple. Handout materials as well as a lesson plan are provided. The beauty of being a flag education class presenter is that you walk out from a class knowing you’ve done something to support the freedoms we all enjoy.

While the flag education classes in Pulaski County are complete for this year, please seriously consider joining the program in 2010. Come and observe a class and you’ll be hooked. If you are interested and live in Pulaski County, please contact Jim Elmer at 771-4106 or by e-mail at jimelmer@swbell.net. For other counties please contact your county Veterans’ Services Officer.

The Arkansas Department of Finance and Administration Office of Motor Vehicle will provide (upon receipt of proper certification) a number of special license plates.

Many of these plates are at a reduced registration fee.

For more information, visit www.arkansas.gov/dfa/motor_vehicle/mv_plates.php or contact your local Revenue Office.

FEE REQUIREMENTS

World War II

Dec. 7, 1941 to Mar. 2, 1946 $3.75 WD AGO

Korean WarJun. 7, 1950 to Jul. 27, 1954 $3.75 DD-214

Vietnam War Aug. 5, 1964 to May 7, 1975

in country - Feb. 28, 1961 $3.75 DD-214 to Aug. 5, 1964

Persian Gulf War

Aug. 2, 1990 to Nov. 30, 1995 $3.75 DD-214

Operation Enduring Freedom $3.75 DD-214

Operation Iraqi Freedom $3.75 DD-214

Merchant Marine Retired WWII $3.75 WD AGO

Armed Forces Retired Normal Fee A copy of the retirement orders.

Armed Forces Reserve $3.75

An affidavit from the commanding officer of the reserve unit certifying membership of the applicants active status.

National Guard Free

Original issuance and replacements must by coordinated through the local Guard Units.

Pearl Harbor Survivor Free

Verification of eligibility form signed by the Arkansas State Chairman of the Pearl Harbor Survivor Association. The form is furnished by the association.

Purple Heart Free

Certification by the U.S. Department of Defense of the award of the “Purple Heart”. Surviving spouses who are not joint owners of the vehicle must present a marriage license and death certificate. Motorcycle plate also available.

FEE REQUIREMENTS

Congressional Medal of Honor Free

Certification letter from the Arkansas State Department of Veterans Affairs of having been awarded the Congressional Medal of Honor.

Ex-Prisoner of War $3.75

Certification of the applicant’s former P.O.W. status from the U.S. Department of Defense. A surviving spouse, who is not already joint owner of the vehicle, must present a copy of the death certificate of the deceased prisoner of war reflected on the registration of the POW license plate.

Distinguished Flying Cross $3.75

Certification by the U.S. Department of Defense of the award of the “Distinguished Flying Cross”. Surviving spouses who are not joint owners of the vehicle must present a marriage license and death certificate.

DV - Service connected disability

Act 36 of 1969 and Act 349 of 2007 $3.75

A letter from the Veterans Administration verifying the disabled veteran’s eligibility under Act 36 of 1969. A surviving spouse, who is not already joint owner of the vehicle, must also present a marriage license and the death certificate of the disabled veteran.

DAV - Non-service connected disability

Act 7 of 1949 and Act 30 of 1979 Free

A letter from the Veterans Administration verifying the disabled veteran’s eligibility under Act 7 of 1949 or Act 30 of 1979. A surviving spouse, who is not already joint owner of the vehicle, must also present a marriage license and the death certificate of the disabled veteran.

Thursday, December 3, 2009

Americans are the most generous people on earth, and one aspect of our generosity is recognizing we have much for which to be thankful. Being thankful is part of our national heritage as evidenced by a national holiday, enduring Thanksgiving proclamations such as those given by Abraham Lincoln and by a people who have given of themselves to preserve freedom. We show our thankfulness for our greatest national treasure, freedom, by preserving it for those who can only dream of the liberties we enjoy in America.

I am personally thankful for the United States armed forces who are instruments of good in a world where evil still exists and where tyrants still deprive people of freedom. I am grateful for men and women who dare to look beyond self, who understand that freedom can be lost if left undefended, and who dare to act in its behalf.

Theodore Roosevelt once said, “Far better it is to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory nor defeat.” It’s this same spirit I see in our Airmen, Soldiers, Sailors and Marines. Volunteers who see more than the comforts of a blessed nation -- they see the possibilities of triumph over oppression and the victory of freedom despite setbacks and sacrifice along the way.

I am thankful for the Airmen of the 314th Airlift Wing and Little Rock Air Force Base -- men and women who continue the legacy of audacious Airmen who dreamed mighty things and continue to defend freedom today. I am thankful for those who dare to be free and continue to make America a dawn of hope and freedom for the world.

Management without leadership is like a rocking chair. Keeps you going but doesn’t get you anywhere. - Anonymous Anyone who’s been handed a hot project knows it’s an opportunity to shine or crash and burn. Often, it’s a chance to make real, lasting changes. Success or failure of a project depends on many things but sound leadership can make the difference between an evolutionarily advantageous adaptation and one that dooms the organization to extinction. The essence of sound leadership in project management is the act of inspiring effective actions that support the goals of the project, which in turn supports the united values of an organization. A leader can best serve his organization by attending to the shared values, effectiveness and empowerment of the team in completing the project.

Effective project leadership depends upon exposing the values of the organization that prompted the project. This shared “meaning” helps align the team’s priorities.

Just making people aware of values is not sufficient. A leader must expose the differences between the current state and the desired state. Managers are problem solvers. Leaders are problem finders.

Establishing shared values and vision for the project team is important, but without attention to the effectiveness of the team, progress can slow or even stagnate. Leaders are concerned primarily with effectiveness rather than efficiency, focusing not only on outcomes but also on the ability of their people to produce those outcomes. To maximize team effectiveness leaders must recognize that their personal primary customers are the members of the project team they serve and treat them right.

Part of that philosophy is giving the team some freedom of choice in how best to accomplish the project.

As a primary source of inspiration for the group, the leader sets the destination but should not necessarily steer the boat. In contrast to being a directive micromanager, an effective leader must be willing to empower his team. A leader must balance empowerment of the team he serves with personal involvement in the project. Trust is essential to developing and maintaining that balance. When a leader has good followers, trust and empowerment come naturally and the project will proceed and succeed even in the absence of “the leader.”

In life there are people connected by genetics through birth, such as siblings, cousins or grandparents, and we call them relatives. Then there are people who have no biological connection, yet when you need them they are there for you. I call this group family. You see all relatives may not be family, yet many in our family here at Team Little Rock are not relatives.

Over the last week, I have had to watch my father pass from this life to the next and facilitate his arrangements. This period has crystallized how much family we have here at “The Rock.” I am astounded to see when our community finds out there is a need how quickly and decisively they react. We have many new people on our base and in our community and they are missing their relatives, yet I submit to you that if you just get outside your comfort zone you may find out that your family will grow tremendously here.

After being in the Air Force for about 26 years, I can easily say that I have much more family than relatives. I encourage you to look at those around you daily to help them understand a biological connection does not make you a family, but it’s the willingness to stick by someone through the good and the bad. I know many people who joined the military to get away from relatives and gain a family.

So this week I want to stress the importance of each one of us working towards having each other’s back as a military and civilian family. Because at the end of the day, our nation is counting on us to be as strong as we can as we defend freedom.

Our forefathers got it right when they said, “out of many one,” and although you may not see many relatives here, you have a huge family.

Team Little Rock members will come together for Wingman Day events across the base today.

The focus of Wingman Day is to foster a culture of Airmen taking care of Airmen and to promote responsible decision making.An information fair will be on-going at the base fitness center starting at 8 a.m. Fair representatives include the base chapel, Airman and Family Readiness Center, Health and Wellness Center, Family Advocacy, Mental Health, Wing Safety, Public Health, Youth Center, Military One Source, Security Forces, AAFES, DECA, Base Legal and the library.

During time periods when units are not attending the information fair, units will be conducting squadron level briefings and discussions. Individual squadron briefings will include information sharing on suicide prevention, vehicle safety and safe use of alcohol as well as sexual assault and domestic violence prevention.

Following lunch time activities, personnel will be released at the discretion of their squadron commanders.

Additional focus areas for squadron briefings could include key spouse briefings, deployments and support of the deployed member, winter holiday plans and the Year of the Air Force Family.

“Little Rock AFB personnel and all of our state and federal environmental partners can take great pride in winning this award. It takes a lot of people from many different agencies working together to make all of our different natural resources programs work,” said James Popham, 19th CES natural resources manager.

The base has a very active natural resources program overseeing 6,100-plus acres of diverse habitat, terrain, flora and fauna -- of which about 3,000 acres are wooded. The program manages all aspects of natural resources including urban and commercial forests; fish and wildlife; streams, lakes, wetlands, and floodplains; endangered species; hunting and fishing, and even geological resources.

“All this diversity adds to the health of the base’s ecosystems and provides base personnel with a great opportunity to enjoy the outdoors right in their backyards,” Mr. Popham said.

The base’s hunting program is used to control the 400-plus deer herd while providing recreation for hunters with little cost to the Air Force. Keeping the deer population under control helps reduce the tick infestation, maintain a healthy deer herd, and reduce the chance a deer will get hit by an airplane on the runway or by a car on the main base, Mr. Popham said. The Arkansas Game and Fish Commission gave the base 250 “Unrestricted Weapons” doe tags to support this population control. The two base lakes are managed for recreational fishing as well as the endangered species of bird, the Interior Least Tern. The AGFC routinely stocks the base lakes with catfish and rainbow trout in support of recreational fishing and helps us deliver minnows we buy to stock for the Interior Least Terns.

The Interior Least Terns were discovered in 2006 feeding at the base lakes and ponds and in 2007, the birds were discovered using the top of Building 450 as a safe haven when the Arkansas River was too flooded for them to nest on the sand bars.

Little Rock AFB now works with the U.S. Fish and Wildlife Service and AGFC to protect and support the largest Interior Least Tern nesting colony in the state.

U.S. Fish and Wildlife Service officials said the bases’ discovery and efforts to protect the Least Terns nests are very significant for the Arkansas River population.

“The base was the first to report and identify rooftop nesting of Interior Least Tern in Arkansas. Our knowledge of the species, its behavior, and requirements for recovery has increased substantially due to the bases discovery and assistance,” said Lindsey Lewis, U.S. Fish and Wildlife Service. “Without the base’s findings and efforts, we would have no knowledge of rooftop nesting, the actual annual population numbers or actual recruitment success that is occurring.”

This year also marks the base’s 16th Year as a Tree City USA. The base has also been recognized by the Arkansas Forestry Commission for its active urban forestry program. The urban forest on base is worth over a million dollars for storm water runoff control and the removal of air pollutants, Mr. Popham said.

“Our Tree City USA recognition shows we have an ongoing plan to care for our urban trees. We try to protect our trees during construction projects starting with the design process. We saved many big trees from construction including the 6th largest Post Oak in the state located next to the base housing Welcome Center,” Mr. Popham said.

The base has an active commercial forest program and the timber is sold and that money is used to make improvements to other base forest areas. The base recently teamed with the Army Corps of Engineers to harvest more than 50 acres of commercial timber of which about 10 acres were where the new education center is being built at the corner of Vandenberg Blvd and Hwy 67/167. This project saved the base at least $50 thousand in land clearing costs.

The base will now compete for an Air Force level award. The award honors General Thomas D. White, Air Force Chief of Staff from 1957 to 1961, who charted the course for Air Force environmental programs. The purpose of the award is to promote excellence in every aspect of Air Force natural resources conservation programs, and is designed to recognize the efforts of installations for conservation of natural resources.